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their skill deficits up. there comes a point where i suspect that's where the viewer is. the business gets to a sign where you're not personally going to work with these people. and i'd say be very clear of what the must haves are and what do on the jobs. get three people do the interview. but move away from hiring with your gut. that's a point that all good companies. that's tough for another move, but it's vital for it. >> and how do you keep yourself because the need is so great that bring people in the office and just put, you know, people in seats to keep yourself from hiring people who aren't right simply because you need them. >> sure. that's something that we've actually just experienced. we've gone through signature growth. there are a couple of tips, i would say. one is that you can compromise on everything almost shared values. you can sometimes be blinded by one person because they're a wonderful speaker but generally someone else won't have your blind spot. so that's critical. another thing that's been successful for us it working with people in contract bases to start up. par
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